Escolar Documentos
Profissional Documentos
Cultura Documentos
A V i s i o n f o r A u s t r a l i as P r o p e r t y a n d C o n s t r u c t i o n I n d u s t r y
Keith Hampson
Peter Brandon
b e s t
collaboration
d r e a m s
cohesion
communication
An industry that
maximises reuse of
materials for construction
and reconstruction,
minimises waste and creates
buildings that can
be easily modified using
simple materials.
Information technology
empowers individuals
to improve their lot and
the industry!
Costeffective,
environmentally
sustainable, aesthetically
appealing, functional spaces
for living and work that are
accessible to all Australians.
An attractive, well
designed sustainable built
environment improving
lifestyles and Australias
economic prosperity, built
by an industry strongly
committed to sustainability
with a community that
values the contribution and
professionalism of the industry.
Seamless communication
and data transfer
between organisations
during all phases of the
design, construction and
wholeoflife operation of a
development.
*Construction 2020 asked workshop attendees around Australia to provide their best dreams
and worst nightmares for our property and construction industry.
cooperation
C O N S T R U C T I O N
A V i s i o n f o r A u s t r a l i as P r o p e r t y a n d C o n s t r u c t i o n I n d u s t r y
Keith Hampson
Peter Brandon
ii
Foreword
The Australian Cooperative Research
Centre (CRC) for Construction Innovation is
committed to leading the Australian property
and construction industry in collaboration and
innovation.
Our industry is under pressure. Globalisation,
advances in technology, environmental factors
and changes in the structure of the Australian
economy are presenting new challenges. To
increase its contribution to Australias wellbeing
and to capture new opportunities, the industry
must respond positively. New challenges require
new approaches. A more collaborative approach
to industry-focussed research and development
and education is required.
iii
iv
C O N S T R U C T I O N
A V i s i o n f o r A u s t r a l i as P r o p e r t y a n d C o n s t r u c t i o n I n d u s t r y
Contents
Foreword
Contents
iii
v
vi
Executive summary
12
14
16
18
20
22
24
26
SECTION 4 Appendixes
Appendix I Methodology
Appendix II Vision questionnaire
Appendix III Key results
Appendix IV A 2020 vision scenario: Construction innovation design studio
Appendix V Acknowledgements
Appendix VI Australias CRC for Construction Innovation
Appendix VII References and further reading
29
30
36
40
43
44
46
vi
Executive summary
Property and construction is unquestionably one of the most significant
industry contributors to the Australian economy in terms of GDP and
employment. Yet globalisation, advances in technology, environmental
factors and changes in the structure of the Australian economy are
presenting new and serious challenges. To increase its contribution to
Australias wellbeing and to capture new opportunities, the industry must
respond positively. New challenges require new approaches.
Looking to the future is an important step in self improvement. This
report presents the results of Construction 2020 an important national
initiative, carried out by the Cooperative Research Centre for Construction
Innovation, to identify where the Australian industry believes future
directions lie, explore barriers to achieving these and to define the
research required to realise the future of this industry. Quantitative and
qualitative analysis completed in early 2004 highlighted the need for a
more collaborative approach to industry research and development and
education.
Nine key visions for the future emerged from the Construction 2020
process:
1. Environmentally sustainable construction
2. Meeting client needs
3. Improved business environment
4. Welfare and improvement of the labour force
5. Information and communication technologies for construction
6. Virtual prototyping for design, manufacture and operation
7. Off-site manufacture
8. Improved process of manufacture of constructed products
9. Australian leadership in research and innovation.
Each vision is presented separately in this report. The visions provide a
framework within which Australia can set its own research and industry
development agenda to position itself to perform more competitively at an
international level.
s e ct i o n
Conceiving the 2020 vision
The last time a report was produced on the state of the Australian property
and construction industry was in the late 1990s a governmentindustry
initiative which brought together major players to identify issues to lift industry
performance. The formation in 2001 of the Cooperative Research Centre (CRC)
for Construction Innovation to service the applied research and development
(R&D) needs of this important industry was one of the recommendations
arising from the National Building and Construction Committee (NatBACC)
and Australian Government Action Agenda process. The CRC for Construction
Innovation is committed to leading the Australian property and construction
industry in collaboration and innovation. Construction Innovation believes that
applied research and development (R&D) will contribute to a more viable and
sustainable Australian industry. Now that we have a CRC servicing the Australian
property and construction industry, we look to the industry to help clarify the
vision for the future.
Property and construction is a vital part of
We need an industry that
the Australian economy. As well as its own
output, it has a significant impact on the
is recognised for delivering
efficiency and productivity of other industries.
community assets and
It promotes investment through its activities
environmentally world-class assets
and generates further investment in the
as well as superb, economically
broader economy. According to Australian
performing assets. We need
Bureau of Statistics figures, the industry
to be a sector that will attract
accounted for 6.3 percent of Gross Domestic
the most talented people of
Product (GDP) at A$46 billion and more than
each generation and provide
7 percent of the labour force (730 000) in
appropriate rewards for risk
fiscal year 20023. However, this figure for
taking. Peter Verwer, Chief
GDP underestimates the full impact of the
Executive, Property Council of
construction industry cluster. Analysis conducted
as part of the Australian Governments Action
Australia
Agenda for the industry estimated that the actual
contribution of the construction cluster was
roughly double the standard figure, accounting for 14.4 percent of GDP. Construction
is unquestionably one of the most significant industry contributors to the Australian
economy in terms of both GDP and employment.
section
My vision is for us to be
extremely smart, to be world
leaders in innovation, and to be
able to say, with justification, that
we are leading-edge worlds best
practice. John McCarthy, Chair,
CRC for Construction Innovation
section
6. Virtual prototyping
8. Improved process
of manufacturing
1. Environmentally
sustainable
construction
2. Meeting client
needs
3. Improved business
environment
4. Improvement of
labour force
9. Research and
innovation
Figure 1 Relationships between the Construction 2020 visions
s e ct i o n
Delivering the 2020 vision
We need research to
minimise the downside of
the fragmented nature of
the industry in terms of
collaboration across company
boundaries.
The vision a statement of the overall theme respondents are seeking in their
quest for a better industry.
Why this vision? the identified drivers for the vision, sourced from questionnaire
and workshop responses and industry data.
The industry today a snapshot of the current situation in the industry, gleaned
from the questionnaire and workshop responses, and industry knowledge.
Achieving this vision our analysis of the education and R&D pathways required
for delivering the vision, informed by industry respondents.
Barriers an analysis of the barriers-to-change responses collated through
questionnaire and workshop discussions.
Assessing progress a description of how progress may be assessed in achieving
the industry vision.
Relevant quotes from the questionnaires and workshops have also been included to
add a personal insight to each vision.
section
Education strategy
The positive relationship between applied research and industry benefits
needs to be further developed at all levels of education at trade,
professional and managerial levels. Accordingly, links between applied R&D
organisations and the vocational education and training (VET), Technical
and Further Education (TAFE) and higher education sectors, is essential
to provide the foundation for tomorrows industry leaders to value and
promote the industryresearch relationship.
Australian industry is recognising the need for change in the areas of
business environment, environmental sustainability and information
and communication technologies (refer to Section 3 for details). It also
recognises the need in this change process for improved education
and training in these areas. Accordingly, an important focus will be on
delivering up-to-date, flexible and relevant education programs for the
industry in preparation for tomorrows challenges.
Construction Innovation has as one of its core goals the development and
delivery of industry-ready education and technology transfer programs. It
will continue collaborating with CRC partners and education providers to
enhance the value to Australia of graduate researchers, to deliver relevant
professional development to industry and research personnel and to
influence the curriculum of TAFE, VET and higher education providers.
R&D strategy
The research challenges and opportunities identified by industry through
this Construction 2020 process are significant and exciting. Integrating
R&D strategies from the following eight specific visions includes the ability
to impact industry performance by:
developing tools for evaluating design standards and facility
performance
identifying more appropriate skill requirements for a changing
business environment
encouraging national uniformity of codes of practice and legislation
section
Construction Innovations existing research structure is shown in Figure 2 and the program objectives follow.
The three core programs of research are supported by an advanced ICT platform. This structure incorporates the
research goals of its participants shaped through a process of regular consultation at multiple levels.
VISION
Research
Programs
A.
Business and
Industry
Development
B.
Sustainable
Built
Assets
C.
Delivery and
Management of
Built Assets
Program and
Deputy
Program
Directors
Program and
Deputy
Program
Directors
Program and
Deputy
Program
Directors
INDUSTRY
PARTNERS
RESEARCH
PARTNERS
ICT
Platform
and Deputy
Platform
Directors
INTERNATIONAL
PARTNERS
Barriers
Barriers to achieving this vision
include:
the cyclical nature of the
industry with expectations for
short-term deliverables
shortage of client and industry
leadership
limited history of real and
timely business deliverables
from researchers
self-interest of many of the
participants
the inability of the industry to
foresee the tide of competition,
in global or green terms
lack of trust between industry
and researchers in sharing vital
information
lack of long-term funding basis
for national R&D centre.
Additionally, the failure of
existing research organisations
to consolidate the confidence
of industry will threaten existing
initiatives.
Assessing progress
To achieve a more effective
and competitive property and
construction industry, there must
be a commitment to collaborative
research and innovation. Genuine
consultation with industry is
essential for R&D to make a
difference. The process should be
mutual with researchers and
research users benefiting from
productive interaction on personal
and professional levels.
Major industry stakeholders
together with government as
a major client and regulator
should collectively take the
lead in pledging support for
the continuation of a national
applied R&D and technology
transfer vehicle like the CRC for
Construction Innovation. The
performance of a national centre
will be the subject of ongoing
10
section
Conclusions
The ability of Australian property and construction to enhance its
effectiveness and international competitiveness through technological
advance and management expertise must be supported by well-resourced,
creative and energetic research and innovation. An industry culture more
embracing of research and innovation is developing, but there is some way
to go.
It will be the responsibility of the Australian property and construction
industry as a whole to ensure its ongoing future by exploiting research
and innovation to continuously improve itself in line with international
competition and to meet the increasing demands of clients and the
community. Government at all levels has a responsibility as major client
and industry regulator and legislator to use its position of influence to
drive industry improvements and promote research and research user
linkages.
Given that 94 percent of Australian construction businesses employ fewer
than five people each, encouraging more involvement with SMEs is critical
in ensuring the awareness and uptake of advanced technologies and
management systems to upskill Australian industry.
11
s e ct i o n
The 2020 visions in focus
Vision One
My vision is for an industry
focussed on real value and
sustainability, and able to
deliver it economically,
efficiently and safely.
Environmentally sustainable
construction
This section details the eight specific visions identified from analysing
the data collected through national industry consultation. The discussion
is structured under six major headings similar to the previous section.
Again, actual quotes collected from industry respondents are reproduced
to add depth and personal insight to each vision.
The vision
Vision One is for industry to design, construct and maintain its buildings
and infrastructure to minimise negative impacts on the natural environment
minimise waste, maximise recycling and re-use, reduce the need for nonrenewable resources (especially fossil fuels), and avoid pollution of land,
water and air preserving environmental choices for future generations.
By 2020, the vision is for the industry to have comprehensive eco-efficiency
evaluation tools for all stages of the construction life cycle. Such tools
would provide ready assessment of environmental performance against
international best-practice standards and would be embodied in Australias
national building regulations.
12
section
Barriers
Barriers to Vision One include short-term profit motives and quick-fix
horizons caused by immediate self-interest and cost-based competition,
together with a lack of understanding of what constitutes good
environmental practice. Persistent barriers to green innovation also include:
inertia too expensive, too hard
it being perceived as a capital cost rather than low-risk investment
or benefit
lack of information or agreement among decision makers on what works
lack of capacity and incentives
the slow incorporation of environmentally sustainable construction into
university, TAFE and VET curriculums.
Assessing progress
We will know we have reached our
goals for 2020 when:
triple-bottom-line accounting
practices are adopted by most
property and construction firms
environmental assessment exists
alongside other assessments
in design and manufacture of
built assets and is considered of
equal importance
smart technologies are
used to monitor and control
environments in all new buildings
and the majority of existing
structures to improve all aspects
of environmental performance
state-of-the-environment
reporting on Australias human
settlements and other regular
benchmarking exercises
indicate consistent trends
towards a more sustainable
built environment across key
dimensions of performance.
13
Vision Two
My vision for 2020
is of informed clients
understanding quality in life
cycle terms, and focussing
on best product result rather
than least initial cost.
The vision
Vision Two is for the design, construction and operation of facilities to truly
reflect the present and future needs of the project initiator, future owners and
tenants, and aspirations of stakeholders. This should take into account the need
for improved quality, and economic viability, and have the flexibility to adapt to
future circumstances, technologies and needs of society. The aim is to maximise
the value added at each stage of the development cycle.
The industry will aim for a 10 percent reduction in defects per year. It will develop
better systems for capturing client requirements throughout the asset life so that
clients can benefit from an improved knowledge of their needs. The future users
and beneficiaries of the asset will also be considered and long life, loose fit, low
energy will be encouraged in all design solutions. The industry needs to match the
consistently high-quality standards that have been achieved by other industries in
recent years.
All participants in the development process should determine their needs and develop
approaches in response to these needs. The systems used in other industries should be
examined for their applicability to construction.
Industry-wide groups should establish benchmarks for client satisfaction and set milestone
targets. Each group should also develop appropriate systems to reflect current and future
needs and create industry tools and guides for addressing performance related to client needs.
14
section
Education strategy
Alongside the development of best-practice guides should be continuing
education programs in which concept design development and usersatisfaction measures are explained and their use encouraged. Additionally,
a mechanism for sharing such information to the industry at large should
be developed.
R&D strategy
An R&D strategy should enable the industry to learn from best practice in
other industries and other countries, to distill this knowledge, and to adapt
it to suit the particular needs of Australian property and construction. The
new knowledge will be encapsulated in the guides and in the systems
developed. Studies will be needed to demonstrate the best mechanisms
for making these available to the industry.
Barriers
Ad-hoc arrangements for capturing client needs or design evaluation
do not allow the evolution of methods for improving consistency and
performance. The industry needs to work together with its clients to
achieve major improvements. Narrow sector interests and short-term
thinking have the potential to jeopardise emerging methods.
Assessing progress
Progress will be assessed through performance indicators and benchmarks
to identify major improvements according to agreed targets. Broader
industry adoption of the tools will facilitate comparison of performance
across organisations. The reduction in defects per year and improved client
satisfaction will be measured and reported.
15
Improved business
environment
Vision Three
My vision is of an innovative,
forward-looking partnership
between regulators,
researchers and industry
practitioners supported by
uniform defensible building
standards.
The vision
The business environment in which property development and construction
is initiated and executed will reflect a need for all stakeholders to work
more productively for mutual benefit serving the needs of society over the
long-term life of the asset. This will be supported by a regulatory, financial
and procurement framework which encourages longer-term thinking and
returns, a sharing of ideas and innovation between stakeholders, and a fair
distribution of risk and returns.
By 2020, the vision is for the industry to have a business environment
achieving four types of dividends:
1. economic with a fairer balance of risk and return to stakeholders
2. social providing equitable returns across the community
3. environmental striking a more sustainable balance between the built
and natural environments
4. governance providing clarity of business responsibilities, leading to a
more informed, transparent and honest marketplace.
16
The business environment theme includes life cycle analysis and management processes, demographic, cultural, social
and political issues, industry profile and image, allocation of risk, quality and efficiency issues, competitiveness, and the
procurement process.
section
Assessing progress
Barriers
Barriers to Vision Three include the fragmented and adversarial industry
structure and short-term approach to finance and planning, the industrys
aversion to risk, and unsustainable profit margins.
Respondents from around Australia consistently highlighted their worst
nightmare as being nothings changed. Lack of client leadership will
exacerbate this inertia and frustrate efforts to improve Australias business
environment.
Slow adoption of ICT tools and collaboration strategies to improve the
business environment will also impede progress.
I dream of a collaborative,
sustainable industry, focussed on
producing a quality product. This
is facilitated by a procurement
system that encourages efficient
innovative behaviour by adequate
reward and equitable risk
allocation.
17
Vision Four
The vision
Vision Four is for the industry workforce to be computer literate and highly
skilled showing mutual respect for each other through management and workers
acting collaboratively with health and safety conditions on-site.
As construction is highly labour intensive, one goal for 2020 is for there to be an
ongoing supply of skilled workers to service this vital Australian industry.
The diverse and fragmented set of occupational health and safety (OH&S) laws
supports a call for a national code of construction safety management.
The industry must also aim for a more internationally productive and effective
labour force operating in a less adversarial industrial relations context.
Since 1991, enterprise bargaining has been in force across the property and construction
industry, with intense three-yearly negotiations between employer and employee groups.
18
section
Barriers
Barriers to Vision Four include
short-term economic rationalism
limiting the ability of this industry
to secure a continuous supply of
quality labour. Compounding this,
respondents highlighted:
poor industry image
low levels of education in
information and communication
technologies and management
poor employeremployee
relations
procurement structures that
promote adversarial site
relationships
the disparate OH&S legislation
and guidelines across states.
Assessing progress
We will know we have reached our
goals for 2020 when:
top-quality school leavers
choose property and
construction as their career of
first choice at both a trade
and professional level
OH&S statistics for the
construction industry are on par
with manufacturing
time lost through industrial
disputes is on par with other
industry sectors.
19
Vision Five
Information and
communication technologies
for construction
The vision
20
the ability to exchange information between different software programs without loss of information
A knowledge network refers to the sharing of appropriate information among a collaborating group of people with
appropriate links. Within the context of a building project, this would include all of the information incorporated in the
current standard documentation plus links to all the public supporting information used in making decisions about the
project by the various participants.
A knowledge grid is the use of groups of computers to share information over a network among a group of people and
their software applications. It will also protect related private information from inappropriate access.
section
Education strategy
Advanced approaches to concept development, design, construction and
facilities management using state-of-the-art ICT tools should be standard
fare in all industry education and training programs.
An education strategy should identify exemplar projects which can
demonstrate commercial benefit and provide these for limited trial. The
strategy would provide an action learning environment where personnel
can share experiences and learn from one another, and enhance the
supply chain to encourage uptake and improved satisfaction of client
needs (see Visions Two and Eight).
Part of the strategy would involve diffusing the results of the trials to
industry through workshops, and distribution to the media.
R&D strategy
The aim of an R&D strategy would be to bridge the gap between
general technology push and construction industry pull to promote the
development and uptake of ICTs for construction. The strategy would also
provide forward thinking for the industry so that investment can be made
in an intelligent and united way, ensuring maximum benefit accrues to the
industry as a whole.
Some applications of ICT in allied areas, such as manufacturing, could be
adapted to suit the property and construction industry. Because of the
unique characteristics of the industry, other applications will need to be
identified and developed from scratch.
Barriers
Barriers to achieving of this vision
include:
a reluctance to invest in
ICT technology as a market
differentiator
ignorance of the potential of ICT
a lack of coherence in the supply
chain and the industry as a
whole, resulting in fragmented
approaches to adoption
limited interest from ICT
companies to deal with property
and construction.
A major restriction on ICT
companies is their lack of
confidence that their investment
in targeted development will yield
the necessary returns.
Assessing progress
Vision Five will be realised when:
advanced ICT technologies have
widespread use throughout the
industry
software vendors adopt
interoperability principles for the
industry
site personnel use handheld
devices to access site
information in a similar way to
how they use the mobile phone
clients expect, demand and
receive a level of service which
can only be developed through
ICTs
robust systems are developed
for the industry to enable real
added value to be achieved and
measured.
21
Vision Six
Visualisation software
applicable to the life cycle
of assets from development
assessment through
construction to demolition
would be my wish for the
future.
V i rt u a l p rotot y p i n g fo r
design, manufacture and
operation
The vision
Vision Six is for a virtual prototype of the facility to be available, which
will provide the opportunity to try before you buy at all stages of the
development cycle from inception to design, construction, demolition and
rebuild. The prototype will be an electronic representation of the facility, from
which all relevant decisions can be made and from which the procurement
processes can develop.
The goal is to simulate the physical product and the processes by which
the product can be created and to develop information-rich CAD models for
managing the asset throughout its life cycle. The CAD model will form the
common basis for all stakeholders to exercise their design, management and
operational expertise for the constructed asset.
22
section
Barriers
Barriers identified for Vision Six
are resistance of users to explore
electronic modelling as a viable
option, legislation and regulation
regarding information exchange,
data protection and intellectual
property, resistance from suppliers
and subcontractors, inertia and
resistance from the workforce,
insufficient investment from the
software/hardware suppliers and
a lack of clear evaluation and
communication of benefits.
Assessing progress
We will know we are succeeding in
this vision when the entire project
can be visualised electronically,
with the visual model providing
ready access to the underlying
knowledge related to the
facilitiys design, construction and
operation.
the ability to access and interact with ICT wherever you are also called pervasive computing
23
Vision Seven
Off-site manufacture
The vision
I envisage that many building processes will have undergone a transformation in technique and
material use by the year 2020. Elements requiring a relatively high labour content on-site will have
been analysed and modified to be constructed off-site in factory-type operations. This will have led
to reduced accidents on-site and fewer occupational health and safety issues generally. It will also
mean that there will be an improvement to product quality and duration of site construction.
6
24
Lean production seeks to better manage the production process by managing the conversion of input to output, and
maximising the value of the output, in the most efficient way.
section
Education strategy
An education strategy would develop case studies that demonstrate the
advantages of off-site manufacture from business, environmental and
human perspectives. It would also integrate manufacturing technology into
traditional design and construction training for trades and professions.
R&D strategy
This strategy requires the development of models to aid decision making in:
investment in plant and equipment
design and manufacture of facilities encompassing modular
approaches where appropriate
efficiency and effectiveness gains achievable from lean production
methods.
Research on modularisation and jointing techniques between modules
will also be beneficial. The overall economics of off-site versus on-site
processes should be considered, together with market attitudes to
increased use of off-site manufacture.
Barriers
Barriers for this vision include natural conservatism in the market influenced
by limited successes in the past, lack of investment in major plant, lack of
flexible open systems with designed-in flexibility to create exciting design as
well as improved efficiency, and an Australian preference for individualised
solutions.
Assessing progress
Vision Seven will be reached when majority off-site manufacture is seen
as the norm, and building processes, supply chain management and site
conditions reflect this shift in production methods.
25
Improved process of
manufacture of constructed
products
Vision Eight
The vision
In Vision Eight the industry will develop new production processes, allowing
it to work more efficiently using improvements in ICTs. This will enable a lean
production environment in which the supply chain is restructured and integrated,
and where the environment is collaborative rather than adversarial so that time
and cost overruns are considerably reduced.
The goal for 2020 is to re-engineer the supply chain to ensure that the property
and construction process of construction is as lean as possible. The industry will
use ICT to enhance the value of the product to the client and stakeholders through
better quality control, organisation and management of site activities.
26
A process protocol is a common process framework for managing and controlling a project enabling
participants to work together knowing the actions and decisions that need to be taken, resulting in fewer
problems, mistakes and duplication of effort.
section
Education strategy
An education strategy would make the industry aware of the advantages
of lean production techniques and the necessary restructuring of the
industry required to make it work in practice. It would also provide
instruction on process remodelling and systems thinking related to lean
production in all courses related to construction and to the industry as a
whole. It would develop demonstrator projects to show how project parties
will benefit.
R&D strategy
The R&D strategy should develop a system for understanding all processes
throughout the project life cycle. It would come from existing protocols and
systems in other industries and countries, and be appropriate to the needs
of Australia. It would form the basis of any ICT platform which could be
developed to implement re-engineering improvements. The strategy would
also develop new processes to take construction process management to a
level comparable with those operating in the best of related industries.
Barriers
To achieve major advancement, the industry needs to agree on process
improvement and adopt the potential advances available through ICT.
Continued industry fragmentation will make it difficult to implement reengineering processes through lack of a critical mass using the process
protocol. Inertia and reluctance to use advanced ICT will also hamper
progress.
Assessing progress
Vision Eight will be realised when the adopting firms can demonstrate that
significant improvements have been made against key benchmarks and
that an industry-wide model and platform is available for all to use.
27
s e ct i o n
Appendix I
Appendixes
Methodology
This report is based on the views of several hundred people from the
Australian property and construction industry who participated in activities
including workshops held across the country from November 2003 to February
2004, and the completion of a questionnaire related to their vision for the
industry to the year 2020.
The method adopted was as follows:
A literature survey of recent visioning and foresight exercises held in a number
of countries throughout the world established common trends and issues.
A survey of recent Australian studies looking at innovation and advancement
of the industry was examined to establish current thinking in Australia and in
particular to identify any long-term trends.
A questionnaire was developed from the above background research (see
Appendix II). The questionnaire built on existing views of the future and
encouraged those responding to also provide their view of what was different
about Australia and describe their aspirations and concerns for the Australian
property and construction industry. Some timescaling of expectations was
encouraged.
Interactive workshops were held in eight locations throughout Australia. Key
discussion outcomes and best dreams and worst nightmares were recorded from
each of these workshops.
A balanced distribution of property and construction industry trades and
professions were represented by the people who attended the workshops
and responded to the questionnaire. They included architecture, engineering,
construction, property services and development, asset/facility management,
professional business services and building materials. There was also a sound
distribution across the public and private sectors.
Qualitative1 and quantitative2 analysis of the results of the questionnaire and the
workshop discussions established the key themes for visions. These form the main
thrust and content of this report.
The key issues raised at the workshops and through the analysis of questionnaire
responses were then discussed at toolbox sessions with additional site personnel to
gain a richer perspective on what was being suggested. The visions were then refined
accordingly.
Respondents identified possible visions that could be the target for the industry to
achieve by 2020.
The workshops identified the educational and research support required to achieve the
visions and potential barriers to the visions3.
NUD*IST software (N6) was used to perform the coding, analysis and reporting of textual questionnaire responses.
Qualitative responses were coded against seven key themes and 28 sub-themes from which quantitative data were
developed to report response patterns.
This report will be discussed at venues around the country to gain further clarification and support from industry and
agree on a joint path forward.
29
Appendix II
C
Vision questionnaire
T
1. Profile
a. State/Territory where you live:
NSW
QLD
WA
TAS
Public
VIC
Private
SA
NT
ACT
Selfemployed
Other
.......... years
14
549
50100
100+
Architecture
Engineering
Other
Residential
Commercial
Engineering
Property Services/Development
Asset/Facility Management
Building Materials
Regional
Regional/State
National
International
2. Picture your vision for the Australian property and construction industry to the
year 2020.
Please write down what is different about your vision of the Australian property and construction industry in the
Year 2020, compared with the industry today.
...............................................................................................................................................................................
...............................................................................................................................................................................
...............................................................................................................................................................................
...............................................................................................................................................................................
30
section
Appendixes
Choose 5 trends
(b) Comparing global trends to those in the Australian property and construction industry
LIST what you think is distinctive about the Australian property and construction industry compared to the global
property and construction industry.
Tick here if you feel you do not know enough about the global environment in order to make a comparison.
1
2
3
31
(c) Issues and technologies specific to Australias property and construction industry
CHOOSE FIVE TRENDS and RANK FROM 15, THEN PLACE UNDER THE APPROPRIATE TIME PERIOD according to which
trends you think will have the greatest impact on the industry. Consider when the trend would have the maximum
impact between now and 2020. Do not rank the trends that you add to the list.
Choose Rank
from
5 trends 15*
Trends
Medium
(515
yrs)
Tick here if
you are not
familiar with
Long
this trend
(>15 yrs)
4. Picture your vision for the industry. What do you wish for?
What do you want the industry to look like in the Year 2020? From the wish list below, CHOOSE 5 ITEMS which you
think are essential to an improved industry in the long term, which meet the needs of society, and which would
help to make your vision for the industry a reality.
Wish List
a. Restructuring of the supply chain for greater efficiency
b. Improved management of design and construction
c. Improved asset management
d. Improved building performance meeting or exceeding client demand
e. Computer-based Business to Business transactions including bringing the supply chain on-line
f. Virtual (computer) simulation of the design and construction process to test before you commit
g. Automated sensing of built environments
h. Avoidance of adversarial relationships within the team
i. Fairer distribution of project risks in the procurement process
j. Design/contractor involvement for period beyond project completion
k. Environmental assessment and management throughout the development and operation cycle
l. Improved working conditions for site personnel
m. Greater off-site manufacturing
n. Other (please state):
o. Other (please state):
32
section
Appendixes
Choose
5 Items
5. Youve got a wish list, but do you agree with others about technological and other
breakthroughs? What timescales are we talking about?
TICK ONE BOX FOR EACH EVENT to indicate when you really think that event is likely to happen in a significant
proportion of the Australian property and construction industry.
Select Time Period
Events
<5 yrs
510
yrs
1015
yrs
>15
yrs
Never/
unlikely
Tick here if
you are not
familiar with
this trend
j.
33
6. Barriers to change
CHOOSE FIVE BARRIERS TO CHANGE in Australias property and construction industry and RANK FROM 15.
Do not rank the trends that you add to the list.
Choose 5
Barriers
Barriers to Change
j.
34
section
Appendixes
Rank From
15*
Tick here
if you not
familiar with
this barrier
Dr Keith Hampson
Chief Executive Officer
CRC for Construction Innovation
Peter Brandon
Professor
University of Salford, UK
35
Appendix III
Key results
In preparing Construction 2020 A Vision for Australias Property and
Construction Industry, the authors have analysed the results of the
questionnaires, workshops and other discussions that took place under the
Construction 2020 initiative. This brief description draws out the key issues
arising from these activities and provides the basis for the identified visions.
What are the major global trends affecting the industry?
Studies of this nature in many different countries (with sets of respondents
from different backgrounds), have suggested that issues related to sustainable
development are likely to have the greatest impact on the way we will behave
in the future. This includes the impact of global warming, reduction in nonrenewable resources, pollution, and, to some extent, conservation. In recent years
this concept has been extended to include sustainable communities, particularly
after the Rio de Janeiro Conference on Sustainable Development in 1992. The
Construction 2020 study is no exception, and sensitivity to sustainable
development was seen as the major driver with over two thirds of respondents
placing this in their top five priority list and 34 percent making it their top priority.
Following from this in importance, respondents felt that the integration of
computer and communication technologies would have a major impact on the
activity of the property and construction industry, with many also mentioning the
increased power and miniaturisation of computers as important. This was followed
by the changing demographic patterns in the world, knowledge sharing across
national boundaries and increased globalisation. Figure A1 shows the relative
importance of these based on the proportion of total respondents selecting the trend
in their top five.
Q3(a) Global Trends Affecting the Industry
j. Sensitivity to sustainable development
a. Computer & communication technologies
e.Changing demographic patterns
Global Trend
f. Knowledge sharing
i. Increased globalisation of the industry
h. Increased work skills & industry capacity
k. New materials
d. Shift away from manual trades
b. Increased power of computers
c. Reduced size of computers
g. Greater levels of national security
0
10
20
30
40
50
60
70
80
36
It may have been possible to infer that respondents felt that there will be a drive to take the longer view in investment and
planning and that technology would inevitably begin to make inroads into industry behaviour.
section
Appendixes
Respondents were given a free hand to identify what was distinctive about
the Australian property and construction industry compared with the global
industry. Textual analysis of responses highlighted seven major themes as
shown in Figure A2.2
Q3(b) Comparing Global Trends
60
Business environment
% Respondents
50
Workplace - Workforce
Information technology
40
Sustainable development
Collaboration - Integration
30
Legislation - Regulation
20
Buildings - Infrastructure
10
0
Total
ACT
NSW
NT
QLD
SA
TAS
VIC
WA
State
% Respondents
50
Business environment
Collaboration - Integration
40
Information technology
Workplace - Workforce
30
Legislation - Regulation
20
Buildings - Infrastructure
10
0
Total
ACT
NSW
NT
QLD
SA
TAS
VIC
WA
State
Business environment issues were considered to be by far the main differentiator and this was
reinforced in later responses (see Figure A3). These views were consistent across all states.
37
Wish List
10
20
30
40
50
60
70
38
section
Appendixes
Q7 Research Agenda
80
Business environment
70
Sustainable development
60
Information technology
Workplace - Workforce
50
Collaboration - Integration
40
Legislation - Regulation
Buildings - Infrastructure
30
20
10
0
Total
ACT
NSW
NT
QLD
SA
TAS
VIC
WA
State
39
Appendix IV
Improved business processes, embedded information and communications technologies and greater sensitivity
to environmental issues will inevitably shape the future of the property and construction industry. The following
scenario provides a future view of a possible scenario. It is intended to be thought-provoking and imaginationstretching. It is based upon likely advances in business practices enabled by advanced information and
communication technologies.
Peter Newton Chief Research Scientist, CSIRO Manufacturing and Infrastructure
Technology, and CRC Program Director Sustainable Built Assets.
Robin Drogemuller Project Leader, CSIRO MIT and CRC for Construction
Innovation Platform Director Information and Communication Technologies.
Achim Weippert Senior Researcher, School of Contruction Management and
Property, QUT, and Senior Researcher, CRC for Construction Innovation Internetbased Construction Project Management.
It was 0815 Monday when I brought the Sydney design studios live i-Wall on-line as
I entered the I-Room. Now recognised2 with a Gday Pete it presented me with several
windows of information assembled overnight by my VPA3 for me to scan as I drank
my coffee. The windows within the live wall contained a filtered set of business items
of interest, weekend sport highlights, my calendar for the day, and a prioritised set of
B-mails4 received over the past 12 hours.
One of the high priority B-mails was confirmation by the Queensland Super Fund Ltd
that Construction Innovation Design had been contracted to supply concept plans, cost
estimates and building performance signatures5 for initial client discussion on Wednesday
in Auckland. A win for design firms operating the D5 paradigm6 a new standard for
competition.
By 0900 Monday, I had all the key contributors for this project linked into a
videoconference: Mike, from our Los Angeles office, via his PDA from a Sunday evening
Santa Monica dinner party he would develop several 3D concept models; Selina from
Melbourne who would undertake the preliminary performance assessments; Anil, also from
the Melbourne office, would perform the visualisations; and Bill from his Sydney office would
do the preliminary estimates. Using our Virtual Project Manager expert system, we identified
the relevant list of to-do items, by whom and when. These basics hadnt changed from my
first year in practice, although by now this process was quick, documented, automated and
distributed in real time providing a template for what would quickly become a seamless flow
of large volumes of information over the next 48 hours.
1
Construction Innovation Design was established as a spin-off company in 2011, created around new design technologies that emerged from the
CRC for Construction Innovation between 2005 and 2010.
The significant investment in security and authentication technology that occurred under Homeland Security activities since 9/11 has subsequently
found its way into a range of commercial applications.
Virtual Personal Assistants (VPAs) are a class of net-bot (internet robots) that trawl the Internet and other digital media for information on topics
of relevance to their bosses.
Broadband emails (B-mails) comprise mixed voice, text, image and video messages.
The shift to performance-based design and construction which began in the 1990s has developed to the point where there are a core set of 43
building performance measures that need to be satisfied for approval purposes. Performance benchmarks have been established in the National
Building Code (NBC) (minimum acceptable performance) as well as in Construction Innovations Australian and Global Best Practice Design Guide.
D5 competition is now accepted best practice among the design professions, and spans creativity, cost (now life cycle cost a marked contrast to
capital cost which dominated until a decade ago), quality, (a continuation of the 1970s ISO-initiated innovation), time-based competition (thanks
to advances in broadband, automation and visualisation), and performance (sustainability had finally been added in 2015 to safety, health and
access as a major new theme in the Building Code of Australia, together with performance targets and assessment tools).
Key drivers for the performance dimension of D5 competition were two transformative and convergent technologies. One was the revolution in
ICT that gave birth to the city of bits an ability to represent every element of the built environment (bricks, tiles, pipes, lights, trees etc.) as
a digital object capable of multiple representation, manipulation, analysis and display (the principal platform for automation complex integrated
modelling and visualisation in design). The second was the emergence of sustainability as a conceptual force in research, government, industry
and community thinking. The power of convergence derives from an ability to attach triple-bottom-line attributes (economic, social, environmental)
and behaviour (e.g. service life performance under a variety of operating conditions) to built environment objects providing the first opportunity of
realising sustainable buildings through virtual building.
Urban design has entered the realm of computer gaming. Under the design as gaming paradigm, a range of Internet sites emerged to provide
individual consumers with the tools to build and play with different house layouts, materials etc.
40
section
Appendixes
Task one
Task 1, the 3D modelling, was required in our Australian east coast offices by 0800
Tuesday7. Generating an entire building model in one day used to be a big ask. Now each
designer has a range of default parameters that can be called up at the start of a new
project. These define preferred material selections, design templates etc.
Task two
Task 2, the preliminary performance assessments, were needed by noon Tuesday.
The first cluster, relating to safety, health and access, were undertaken via the National
Building Code website on a pay-per-use basis ensuring that Construction Innovation
Design used best available analytical tools8.
The second cluster related to environmental assessment ecological footprint had
assumed equivalent prominence with building footprint from the perspective of the
planning approval process. Selina was able to compile a series of different environmental
views within two hours using LCA Sketch Design9 two alternative facades (glass curtain
wall versus concrete panel), two alternative structures (steel versus concrete), three
prospective building shapes and three alternative indoor environment control systems
were all tested. The analyses ensured there would be a number of issues for discussion
with the client on Wednesday.
Task three
Task 3 involved automated quantities take-off and costing, performed using ESTIMATOR
software10. Bill had trained as a quantity surveyor and previously would have spent several
days costing several sketch designs. Now he oversees an automated process taking
minutes. No problem meeting the Tuesday noon deadline.
Task four
Task 4 involved Bill analysing the prospective impacts of a spectrum of extreme events. The
large insurance claims due to natural disasters like bushfires, earthquakes, cyclones, floods,
hail and storm surges11 over the past 20 years, together with acts of human destruction
by terrorism have led to reassignment of risks across a wider range of stakeholders:
designers, property developers, and regulatory approvals agencies. This engenders a more
resilient class of building.
The 3D models were developed in our LA immersive design office a self-contained room with a mix of physical user-input devices. One wall
shows the 2D projections (plans, sections, elevations etc.) while the holographic display allows the designer to interact in three dimensions as an
external observer. Another option for interaction is to switch the entire room to immersive mode. The special glasses allow the users to perceive
the proposed project as it will be, just as though they were there. We gave up using the old WIMP (Windows, Icons, Mouse, Point) interface years
ago. We now used pen-based interfaces when working in two dimensions, just like my grandfather did (except he used paper). We use gestures
and voice to communicate with the 3D interfaces.
Since ISO protocols were endorsed for interoperability of building object data, there had been a major shake-out of design software, ensuring only
the best global performers survived another impact of convergence, this time of interoperability and Internet access. Automated checking for
compliance against national standards is de rigeur now. The early versions were not of much use until the design was fully specified. Now these
tools can work at the conceptual stages of design, checking as you work and projecting forward to identify possible problems.
LCA Sketch Design is the worlds leading eco-efficiency assessment tool. It has become to the architect what Spellchecker became to the text
writer. With automated materials take-off from 3D CAD, it accesses plug-and-play environmental life cycle analysis (LCA) databases for all building
components, providing assessment of their impact on the natural resource base and the environment via the manufacturing process. What was
commonplace with manufactured food products in supermarkets a decade ago (i.e. labelling shelf life, cost, ingredients, health implications) is now
available via the eco-labelling, to ISO standards, of manufactured building products (i.e. service life, cost, resource input, environmental impacts).
10
The integration of cost planning tools with environmental assessment meant that the environmental designer was able to work closely with
the cost planner to ensure that all of the constraints imposed by the client and legal requirements were met first-off. A number of conflicts and
potential problems were immediately identified. Some have already been resolved. Others will have to wait until our meeting with the client.
11
Many of these extreme events have now been conclusively linked to global climate change and climate variability.
41
Task five
Task 5 involved a series of visualisations prepared by Anil that gave us all a sense of being
there. The external views of the proposed project were superimposed over digital video
taken at the site. When we visit the site our new 3D-augmented reality glasses will give
the appearance of the building actually being there. The integration of immersive 3D
3D-interaction through our hologram table and the traditional 2D-images on our wall displays
means that we can move to anywhere on the proposed project, move in, around and
through spaces and check for clashes between the initial designs of the various systems.
By mid-afternoon on Tuesday, I had assembled inputs from all of the task leaders. Scanning
the inputs revealed a number of areas where additional analysis was required. This no longer
caused stress the way it once did, thanks to collaborative design tools and virtual enterprise
processes that are now well established in the firm.12
By close of business Tuesday, I had all the material I needed assembled on our external server
for presentation in Auckland the next day. All I will have to do is log on remotely to access all
of the prepared material. I will be taking some light 3D-projection equipment with me since we
cannot expect our clients to have all the sophisticated tools we use every day.
Taking the last flight out of Sydney for Auckland, I settled back in seat 3A to my pre-ordered
supper knowing that all bases had been covered for tomorrows meeting.
Six months later, the benefits of a closely integrated design and construction team with
widespread access to collaborative technologies was demonstrated:
Hey Pete, its Tony here. I am on-site and we have just found an old rubbish tip while
excavating for the structural core. We are going to need a redesign of the foundations over
this area. Tony was at the Mobile Project Simulation Centre (MPSC)13 located on-site and he
had just pulled up the 2D- and 3D-representations of the project once this new problem had
emerged. Tony had a similar i-Wall to ours and I was able to set my displays to mirror his.
Tony, have you got locations on this tip? Tony patched in the new GPRS data over the initial
site layout generated from satellite imagery. We then patched in Jane, the structural engineer,
to discuss the problem. She ran several quick simulations testing alternative ideas while we
discussed the issues. I will have a revised design for you by the time you get back from lunch,
she offered.
True to her word, we linked up straight after lunch and looked at the revised structural
proposal. Looks good, said Tony, but this will impact on our schedule.
Tony ran several possible revisions to the construction schedule using the new IntregraPlan
software. Sue, the site foreperson, viewing the data through the Digital Hardhat display near
the excavation, said This will put us three days behind, but by bringing in an extra crew for a
week we can catch up within two weeks. The increased cost will still be within the budget for
excavation so we wont need to go back to the client.
All of these communications were automatically logged in the MPSC project database.
12
I remember sitting in the lecture theatre at Telstra Research Laboratories in June 1992 for a demonstration of the worlds first application of realtime collaborative work between designers located in different urban centres (I recall it was called CAD Conferencing). It was almost another 20
years before this process had become commonplace in the property and construction sector.
13
Mobile Project Simulation Centre: MPSC 2020 is the most technologically advanced mobile project communications/information/simulation centre
with an assembly of components that ensure improved efficiency of all project-related documentation and communication, including Internetbased Construction Project Management (ICPM); virtual reality (VR) communication solutions (WAP, satellite, GPS, wearable technology) allowing
virtual workstations e.g. linking on-site personnel with off-site design consultants; real-time audio and visual linkage to site personnel and on-site
activities e.g. hologram/virtual walk through station where, for example, the site manager stands on a virtual pad, slips on a pair of infra-red
sensor gloves, puts on a virtual audio and visual headset and walks through the project viewing on-site progress through on-site cameras and/or
on-site personnel cameras (fixed on their hard hats), or deals with issues by real-time linking to relevant decision makers (consultants/client etc.)
and bringing them into this virtual environment to help solve the issue from anywhere in the world (without actually being on-site).
42
section
Appendixes
Appendix V
Acknowledgements
This Construction 2020 initiative arose from the desire by the Governing
Board of the CRC for Construction Innovation to make a real difference to
the Australian property and construction industry. They were determined that
outcomes of this research be transferred to industry practice for the benefit of
direct shareholders in the CRC, the industry and the community at large. Broader
industry engagement beyond Construction Innovation participants was always
seen as being a mandate for this CRC.
In delivering Construction 2020 A Vision for Australias Property and Construction
Industry, we have relied substantially on the goodwill and commitment of our CRC
participants, the industry associations represented particularly by the Australian
Construction Industry Forum, together with the Australian Procurement and
Construction Council, Civil Contractors Federation, Housing Industry Association,
and the Australian Department of Industry, Tourism and Resources. We are grateful
for the sponsorship and organisational support provided by these organisations, for
without their commitment to this process, we would have fallen short of securing
the views of those in our industry who matter.
In the planning and implementation of this project Louise Adams and Carolyn Hall
have provided exceptional administrative and analytical support Louise from August
2003 to May 2004 when she left us to have her second child. Thank you, Louise, for
your contribution throughout.
Professor Martin Skitmore from the Queensland University of Technology worked
through the quantitative analysis with his usual diligence and professionalism. His
analysis provided the baseline for our interpretation and documentation.
Paul den Ronden applied his industry experience and ever-present good humour in
leading the important site workshops in February 2004.
Special thanks to Kate Finlayson and Colleen Foelz for their combination of creativity
and insightful editing in the development of this publication.
The Australian CRC Programme builds stronger links between industry, communities and
research agencies to achieve world-class research and innovation. The CRC Programme
also funds the creation of effective and innovative education and training programs,
targeted at technology diffusion and the specific needs of industry. We acknowledge
the support from the Australian Government through the CRC Programme for this centre
serving the property and construction industry.
This report is the culmination of the efforts of many people across our industry to
better prepare for the future of this vital Australian industry. To the hundreds who have
contributed to our data collection and interpretation through the national workshops,
the interviews and personal discussions thank you. We trust we have leveraged your
investment by providing this report to benefit the Australian community. We share your best
dreams for a better Australian property and construction industry.
43
Appendix VI
Construction Innovation takes ideas, and turns them into collaborative research
to produce industry-relevant results for our partners and the whole industry. We
encourage innovation in our research and collaboration in our projects.
The CRC for Construction Innovation carries out applied research projects across three
major programs:
Business and Industry Development
Sustainable Built Assets
Delivery and Management of Built Assets.
An advanced Information and Communication Technology platform underpins and
integrates each of the three programs.
For each program, a director and deputy director, drawn from our research participants
and from our industry or government participants respectively, oversee the development,
management and completion of the projects. This management structure provides a sharp
focus on developing applied research and delivering industry-ready outcomes.
Construction Innovations core partner group comprises seven private partners, six
government sector partners and six research partners five universities and CSIRO. A
fundamental criterion for the selection of these partners was that they complement each
other from different positions on the supply chain. Another rationale for this partner
network was that each Construction Innovation partner would bring a unique set of skills
and experiences and be willing to share intellectual property and business experiences.
44
CRCs bring together researchers from universities, Commonwealth Scientific and Industrial Research Organisation (CSIRO),
private industry and public sector agencies, in long-term collaborative arrangements which support research and development
and education activities that achieve outcomes of national economic and social significance. The CRC for Construction
Innovation has been made possible through a $14 million Federal Government grant through the CRC Programme and
complemented by A$50 million in cash and in-kind support from industry, research and government partners.
section
Appendixes
Each of the partners has demonstrated willingness to lead by example through investing in innovation research and
the future of the Australian property and construction industry.
Industry
Government
Research
45
Appendix VII
Flanagan R. & Jewell C. 2003, A Review of Recent Work on Construction Futures, CRISP Commission
02/06, Construction Research and Strategy Panel, London.
Gann, D. 1997, Should Governments Fund Construction Research?, Building Research and
Information, 25(5):25767.
Gyles, R. 1992, Royal Commission into Productivity in the Building Industry in New South Wales,
ABPS, Sydney, Australia.
Hampson, K. D. 1998, The Effectiveness of Links Between Industry, Universities and Public Sector
Research Organisations. Paper presented at the Commonwealth Department of Industry, Science and
Resources Innovation Forum, Sydney, May 45.
Hampson, K. D. & Manley, K. 2001, Construction Innovation and Public Policy in Australia, Manseau,
A. and Seaden, G. (eds) Innovation in Construction: An International Review of Public Policies, London:
Spon Press, pp. 3159.
Institution of Civil Engineers. 2001, Agenda for the Future, Institution of Civil Engineers, London.
International Labour Organisation, 2001. The Construction Industry in the 21st Century: Its Image,
Employment Prospects and Skill Requirements, Tripartite meeting, ILO, Geneva.
McFallan, S. 2002, Australian Construction Industry Summary Statistics, CRC for Construction Innovation,
QUT, Brisbane. (Internal innovation paper for Innovation Potential, Directions and Implementation in the
Building and Construction Sector. CRC Project 2001-012-5).
National Building and Construction Committee (NatBACC), Commonwealth Department of Industry,
Science and Resources. 1999, Building for Growth: An Analysis of the Australian Building and
Construction Industries, Canberra, Australia.
Tucker, S. N., Mohamed, S., Johnson, D. R., McFallen, S. L. & Hampson, K. D. 2001, Building and
Construction Industries Supply Chain Project, CSIRO Report, BCE Doc. 01/124.
Walker, D. H. T. & Betts, M. 1997, Information Technology Foresight: The Future Application of the World
Wide Web in Construction, CIB W78 Workshop, Information Technology Support for Construction Process
Re-Engineering IT-CPR-97, CIB, James Cook University, Cairns, Australia.
Winch, G. M. 2002, The Role of Innovation Brokers in Construction Innovation, EPSRC, UMIST and CIB (A CIB
TG47 Background Paper).
46
section
Appendixes
worst nightmares
division
deception
Do nothing!
Adversarial climate
deepens the bunkers
we live in!
degradation
domination
Fragmented industry
with no clear vision.
An industry confused
about standards and
sustainability and cant
use tools to help improve .
Australian industry falls
behind worlds best practice.
Regulations and
procurement practices
stifling innovation ,
business systems and
industry advancement.
An industry dominated by
lowest upfront cost with
little regard for wholeoflife
ecological impact, innovation
or quality.
Insufficient education
to address future industry
demands at all levels and
a continuing shortage of
tradespeople.
A conservative industry
disconnected from
community aspirations
with little changed from
todays practices.
*Construction 2020 asked workshop attendees around Australia to provide their best dreams
and worst nightmares for our property and construction industry.
ISBN 0-9750977-2-5